Are
you losing your
private medical
practice because you
can’t earn enough to
keep it open? If so,
it’s because you
have never
had a formal
business education!
“They” taught you
how
to practice
medicine, but not
how to run a
business
profitably.

You
can learn these
simple business
lessons on this
site!

Article #54 - June 2014

“The One Reason
Plans, Goals,
Careers,
and Maximum
Success Rarely Are
Achieved for
Physicians and Other
Healthcare
Professionals”

(Part 1 of 2)

The
lack of “due
diligence” in regard
to the pursuit
of
one’s ultimate
intentional
destination in life
eventually results
in surrender of
their
dreams to the
unexpected
circumstances
that
opportunity
presents.

For a
large percentage of
regular people who
have a passion to do
great things in
their lives, their
future becomes a
series of personal
and uninformed
decisions based more
on emotion than
facts.

The problem is
that those decisions
are
unaccompanied by
a serious
investigation into
the
essential
elements required
for attainment of
each step
in their
progress towards
their original
desired
destination.
Consequently, they
arrive at a
different
destination than
they expected.

For example, when
you finally made a
decision to become a
doctor, did you
research, visit, and
interview
at the
various college and
university
premedical
programs
and curriculums that
factually and
predictably had a
higher rate of
acceptance of premed
students into
medical schools?

Or
did you choose that
college or
university based on
some other personal
reasons unrelated to
your chances
of
getting into the
medical school of
your choice? Did
you
even have a medical
school choice?

If you
diligently did an
investigation, you
might have found
that the medical
school of your
choice always made
the selection of
medical school
applicants from
certain premed
programs and certain
schools above all
others. That would
necessarily increase
your chances of
being selected to
that choice medical
school.

Maybe you were
so glad to get into
any school premed
program that you had
not thoughts about
any of those future
decisions. In your
last year of high
school did you make
any attempt to find
a mentor who could
have
helped you plan
the most
advantageous steps
to take
that would
have predictably
guaranteed your
career path?

Most high
school students have
no idea that they
would get great
value from
a mentor or career
planner,
or how
would you even find
that mentor who knew
the ropes about
medical career
planning? It would
take something akin
to
due diligence.

It’s likely
that most premed
students today are
in a premed program
at a college or
university that they
“heard” had a good
premed program, and
never actually
checked it out to be
sure.

You already
know that there
exists huge
competition among
premed schools to
attract premed
students. Well, have
you (or did you)
ever consider how
that might
affect
your chances of
being accepted to
medical school
later? Probably not.

Think about
this realistically.
You are in a premed
group of 50 and you
discover that the
medical school you
prefer to go to only
accepts 2 students
from your premed
group. Another
college’s premed
group of 20 premeds
who are applying to
your choice medical
school for the same
two spots. Which
would offer you the
best chance
of being
accepted into your
choice medical
school?

You would have
given yourself a
much better chance
of being accepted
into your medical
school choice. Oh
yes, there are other
such things to
consider like premed
advisor
recommendations, if
there is another
doctor in
your
family, college
grade average, among
others. Who writes
the recommendation
is important,
because medical
schools know how
reliable that
person’s
recommendation is.

However, most
premed students have
only one goal…just
get into any medical
school anywhere. You
would benefit by the
statistics about the
number of premeds
from each premed
college program that
are never
accepted
to medical school,
even after
reapplying several
times. In my premed
class, several were
accepted to
dental
school. In the long
run they may have
done far better than
I did.

What
about due diligence
in selecting the
medical specialty
you are
best fitted for?

Now you’re in
medical school and
the elation and
celebration of being
in medical school
makes you shift
gears to the next
goal. It’s probable
that the old
fashioned general
practitioner and
family doctor will
be disappearing
along with the
demise of private
medical practice in
the near future.

Internal
medicine has already
ransacked the
primary care arena.
I expect that all
primary care doctors
will be required to
become Internal
Medicine specialists
in the near future.
If all healthcare is
in control of our
government
(Socialized
Medicine) soon, as
expected, then
doctors will
eventually be told
what specialty to
focus on and even
geographically where to practice.

But, at least
for the next several
years, most medical
students will still
have choices of type
of practice and
where to practice.

Diligence comes
into the picture at
the beginning of
medical school, and
unfortunately, far
earlier than you
want to have to make
any decisions about
specialty,
where to
do residency/internship, or where
to practice.
The
best opportunity you
will ever have to
change your mind
about your prior
intentions and
desires is during
the first year of
medical school.

The problem
here is that most
medical students
have very little
idea where their
talents, skills, and
desires are best
used, or even if
they have some of
those.

As a general
rule, most medical
students require the
first three years of
medical school
exposure to the
various kinds of
medical practice to
even begin to have
enough reasonable
judgment about where
their talents
and
interests should
be invested.

How do you
discover what
talents and skills
you
already have?
You may have already
taken all the tests
earlier that are
supposed to point
you in the right
direction. I will
tell you that
nothing will reveal
the truth
to you
other than direct
experience doing
elements of medical
practice in medical
school.

Even that
process may confuse
you. Each specialty
clinic you rotate
through usually
tells you clearly
about what you can
or can’t spend the
rest of your life
practicing medicine
in. So, you end up
picking the top 5
ones that seem the
most desirable and
interesting, and
then choose one to
go after.

I discovered
that I could never
tolerate sticking
needles into the
scalp veins of
babies while they
screamed, and while I
imagined their
mother holding a
baseball bat standing
behind me watching
the procedure.

Coming to those
decisions is not
easy for any
student. No one has
yet devised a system
or method for making
these choices.

My personal
experience in
medical school
(1958-62) has
undoubtedly changed
considerably like
everything
else in
medicine. But, I
can’t ever remember
any instructor,
practitioner
teaching us, or
academic telling
me
what they could see
my talents or skills
as being best fitted
for. So I was on my
own to make those
choices. I chose
OB-Gyn.

I chose that
specialty because my
thinking at the time
was...

If I
didn’t
like one
of them,
I’d quit
it and do
the
one
I
liked the
most and
felt most
comfortable
confidence
wise.

The
specialty
included
both
surgical
and
medical
areas of
medical
practice
and left
me options
for
changing
my focus
of choice
within the
specialty later.

I
discovered
that in
either
side of
the
OBG specialty
I would
get
immediate
gratification
with what
I did
and
see the
results
there and
then.

I realized
that I
would
get more
gratification
with
solving
a
surgical
problem
than with
the long
process of
diagnosing
the
medical
problem
and
then
following
and
treating a
patient's medical
problem
for
years
to come.

Within the
specialty
there were
many more
than
usual
numbers
of
potential
subspecialties
that I
could
later
focus on
if need be,
or if my
talents
seemed
more
compatible
with... such
as gyn
endocrinology,
infertility,
gyn
oncology,
and
radical
pelvic
surgery.

Consequently, later
in my OBG medical
career,
medical
practice had
changed radically
altering
my original
choices. It was
something I had not
anticipated and
should have.

It's not that I couldn't make changes in my practice,
but that the change
would mean I'd have to shift my practice
focus (like quitting
OB and continuing
with
Gyn) when it
takes years to develop a Gyn only
practice and earn
enough to stay in
practice. So I
licked my
wounds and
continued
with both.

A few
of these
alternatives that I
was confronted with
and was forced to
make radical changes
in
my medical
practice were...

Laparoscopy
was introduced in
the USA (late 1970s)
by Dr. Kurt Semm.
The thought that one
could do a large
about of surgery
without doing a
laparotomy intrigued
me both as a
surgical
challenge
and for patient
safety and recovery
improvement.

I took the
first instruction
class in the USA in
Los Angeles
given by Dr. Semm for
laparoscopic
surgery, which
included live
practice sessions
using the special
laparoscopic instruments.

After the
battle of
introducing a
completely
new type
of surgery into our
hospital surgery
department and
creating surgical
privileges for
the
procedure was won,
the privileges conflict
didn’t
end for another year
or so.

My friend and
associate in
practice (who had
taken the same
training in Germany
a few months earlier) were forced
to buy all the
surgical equipment
ourselves, and then
train all the OR
nurses about the
procedure.

After tolerating the severe
skepticism of all
the surgeons and
medical staff, and
continuing to add
new procedures to
laparoscopic
surgeries that we
performed safely in
increasing numbers,
things slowly got better.

Within the next
3 years the hospital
bought
the
laparoscopic
equipment from us
and ordered more, a
new young surgeon
started doing
laparoscopic gall
bladder removals,
and the skepticism
totally disappeared.

As
you might have
guessed, it didn’t
take long
before he
was overwhelmed with
patients who needed
gallbladder surgery
(other surgeons lost
those cases), and
overnight all the
other surgeons
scampered to learn
how to do it
themselves.

I believe I was
lucky to see the
eventual value
of
laparoscopic surgery
from the start, to
survive
the grind of
implementation, and
to have a
forward
thinking associate
who felt like I did.
Advanced
laparoscopic surgery
became my
primary
practice focus and
fulfillment.

Obstetric forceps
deliveries
were a critical and
important skill
taught during OBG
residencies in
the
Philadelphia medical
community in the
late 1960s (my OBG
residency 1967-70).

C-section rates
were rising, but not
much attention was
paid to it. Fetal
monitoring was a
daydream in those
days. I had
become a sitting
duck for malpractice
suits in California
later when the whole
specialty had
changed, forceps use
almost disappeared,
C-section rates
skyrocketed, medical
malpractice suits
increased.

I was forced to put
away my forceps
expertise, and
increase my reasons
for doing
C-sections,
completely contrary
to my training. The
move to increase
C-sections was then
subject to constant
academic ACOG
standards demanding
reduction of
C-section rates
everywhere in the
nation. It was a
catch-22 situation
that continues to
today.

Remember that
we all are
responsive to our
mental fixations and
that directly
affects
our destiny.

I had previously
just spent five
years as a
Navy
military physician,
then the next three
years
in a civilian
teaching hospital
residency program,
then the next three
years in California
at a Kaiser
HMO during which
time malpractice was
never an issue. And
in reality, almost
forgotten about.
Malpractice cases
occurred but it was
always
silently
taken care of by the
institution
employer.

My next step
deeper into the
quicksand was to
begin my medical
practice as a Kaiser
Permanente doctor in
California with at
least two tripwires.
The doctor
environment in
California was and
still is
first in
accepting new
medical treatments
and changes that
advance medical
care. Second, was
and still is a
fruitful bed of
aggressive medical
malpractice
attorneys.

Once I began
solo OBG medical
practice, my
mind
was on many other
more important
things
than
potential
malpractice actions
and practicing
in a
defensive mode right
from day 1.

A
prominent
malpractice attorney
told me that
an OBG
practicing in
California at that
time had a risk of a
malpractice suit
every three years on
average.

By this time the
American College of
Obstetrics and
Gynecology was
continuously
publishing
articles
and practice
protocols insisting
on
reduction of the
rapidly rising
C-section rates (a
common defensive way
to avoid obstetrical
delivery hazards and
malpractice risks).

My primary
practice hospital,
as many others where
I was on staff, did
the same. Hospital
OBG departments
published the
C-section rates of
every OBG and
Primary Care doctor
doing deliveries.

At
that time the
C-section rate at
our hospital ranged
from 10% to 44%
among 15 doctors.
Nothing adversely
ever happened to the
one 44%
C-section
physician, other
than a little
embarrassment at the
time the statistics
were released each
month.

Feeling
confident about
forceps deliveries
enabled me to remain
at the low end of
the
C-section rates
which drew much
criticism from
the
other OB doctors. These
other OBG doctors
were younger and had
very little forceps
delivery training,
so delivery by
C-section
indications were
easily
over-stretched
judging by how I had
been trained.

I had great
belief and trust in
the training that
I
received from my
professor, board
examiner, and Chief
of OBG at the
teaching hospital in
Philadelphia.
Avoiding C-sections
by the use of
forceps when
indicated seemed
well supported by
ACOG and the medical
literature at that
time.

After my use of
forceps and a
malpractice lawsuit,
I finally kowtowed
to the majority
opinion
to disregard
what ACOG advised
and completely
disregard what the
hospital statistics
said about
high
C-section rates. I
had done the right
thing by official
guidelines but had
violated the
unwritten
law about
avoiding malpractice
risk regardless of
consequences that
still permeates the
specialty today.

This catch-22
situation will
persist until the
government takes
complete control of
medical practice, as
we now expect to
happen.

I’m sure that
you can relate to
many of these
factors here that
were caused by my
lack of due
diligence in my
profession. I failed
to seriously
research, consider,
and evaluate each
step I took along
the way. I failed to
see the wider view
of my options and
alternatives until
forced to comply.

Due diligence is an
intelligent way to avoid
these hazards

Stop doing
obstetrics
and spend
full time
on gyn
is another
trap most
OBG
doctors
get caught
in.
Contrary
to my
medical
school
thinking
about this
issue,
later in
my private
practice I
made a
decision
to quit OB
and just
work in
Gyn.

It
made sense
in view of
the
highest
malpractice
risks
associated
with any
medical
specialty
in
California.
It is
still true
over many
areas of
our
country
today. It
killed me
because of
my lack of
due
diligence.

Starting a
separate
category
of medical
practice,
like my
doing only
gyn, in my
opinion is
a major
mistake.
At least
for my
specialty
the
reasons
for
knowing
that,
are…

1. The major money earner (about 70%) for OBGs is obstetrics.
Quit obstetrics and you leave well over half of your money on the table.

The only means of overcoming that is to have one hell of a referral system already setup. I never knew
this at the time I made my emotional decision. If I had had a good business education, those facts
would have been
easily visible.

2. If a doctor wants to retain certain options for later in his or her medical practice,
you must create a plan to make ready for the change long before the change becomes necessary. If not, you
will become a medical vagrant or railroad jockey.

The problem of changing the focus of your medical practice is much easier if you
can persuade yourself to make the change within the first two years in private practice.

That means it should be done before you have fully established yourself in the local community, haven’t yet
developed a reputation that might offend the medical community, and before you experience a medical
malpractice problem.

Statistics and surveys have proven that about 60% of your new patients are a result
of referrals from other physicians. Now you know the importance of what I just
said above.

It’s best to make the decision at the start of any kind of
medical practice.

3. Patients do not like to be dumped. It happens when you
shift the focus
of your practice well into your career and in the same community. Change your practice focus and move
to another
location produces a much better result.

By doing that you have time to find
a place to
practice where you can rapidly restart a new practice loaded with the necessary factors that guarantee
your success.

What you need to know here is what you have
to learn in
a marketing and business education, unless you have
a mentor.

That’s another reason I advise that formal business and marketing education
be provided
while yet in medical school.

This is another critical mistake doctors make in choosing a place to practice
after their training
is complete. The excitement and desperate need to get started often leads to an emotional decision,
not a strategic decision.

When you learn that everything is constantly changing, you cannot rely on old promises made to you
about, “Come practice
with me.”

The persistent rewards from diligent investigation of every option you
have done first will
make you a happy doctor. Due diligence goes far beyond the
usual remote access of professional information.

Goggling the name of a town for practice info and talking to at least one doctor in the area
you are considering
practicing in without visiting the area personally, is a huge mistake.

Diligence is the process of obtaining the facts,
not opinions.

Diligence is actually the process of proving to yourself that the facts and
information you have recently
accumulated are undeniably true and have all come from known reliable sources with
legitimate information.

There are many more
important
applications of
using your due
diligence during
your medical career
which I
will dwell
on in my next
article coming soon.

Never
underestimate the
importance of using
diligence in every
aspect of your life.
I believe the time
you take to do this
the more your
decisions will
accomplish for you
in your profession
and life.

In this fast
moving generation
time becomes more
important. When you
delay,
procrastinate, and
avoid
those
decisions while
wasting time, you
create more barriers than your may think
or even recognize.
Shooting yourself in
the foot frequently
is not the most
productive way to
live, and it
certainly hinders
your
speed for
keeping up with
those in competition
with you.

I believe Lee
Iacocca, former
general manager of
Ford Motor Company
hit the nail on the
head when he
said…

“The
trick is to make
sure you don’t die
waiting for
prosperity to come.”

Business
Nudges...

Here is a very
focused example of
what happens to
doctors who fail to
use due diligence
throughout their
medical career.
There are
unintended
landings in
dangerous
territories with
great risk to your
medical career.
Using due diligence
is a tool that will
reduce the risk of
injury from every
decision you make in
your life and
profession.

Learning to approach
every significant
and important
medical practice
issue with adequate
diligence insures
that you won't fall
into the traps often
caused by emotional
rapid decisions. Get
used to applying
that tool before
decisions
are made
and your career will
be far more
fulfilling
and
satisfying.

How To Lead &
LiveA Disappointing
Life(Told No, At
Every Turn)

Duck, duck,
oops. By
now, the Ducky
Dynasty controversy
sparked by patriarch
Phil’s raggedly
voiced, Biblical
based anti-gay
answer to a GQ
MAGAZINE
interviewer’s
question is old
news. I wrote this
when it was
dominating media.
A&E pretended they
were shocked,
despite a record on
Phil’s beliefs
dating back at least
ten years.

That same
week, a PR person
(of all things)
146-charactered a
tweet taken as
racist by many and
stupid by many more
when waiting to
board a flight, and
she was publicly,
“loudly” fired
before the flight
landed.Anybodywith
any business, brand,
career, money or
reputation to
protect who tweetsat
allis
dumber than a pile
of manure.

But these days,
people like ‘ol Phil
have to be “on
guard” atalltimes
or know they put
their empires at
risk by voicing
their opinions. My
speaking colleague
of 9 years, Zig
Ziglar,
had exactly
the same position on
this item as Phil,
but never,
to my
knowledge, pushed it
as in-artfully. Nor
would he have agreed
to be interviewed by
GQ. (Reminds of
President Jimmy
Carter’s asinine
agreement to being
interviewed in
Playboy, where he
made a remark that
created a firestorm
at the time.)

Whatever you think
about Phil’s
statements, you
should know thatyour
opinions or
beliefs are every
bit as offensive to
a
whole lot of
folks. A society
where opinion is
dangerous is a
dangerous society
indeed. Of course,
Phil and his family
are
rich, they have
militantly loyal and
enthusiastic fans,
and this may wind up
making them richer,
not poorer. He
handled
it
perfectly.

Several people sent
me Phil’s book,
HAPPY, HAPPY,
HAPPY, as a gift,
and in it I found a
story, that is
absolutely
typical
and representative
oftwo
truths behind most
Renegade
Millionaires.
One, what my friend
Glenn W. Turner
called “being
intelligently
ignorant” – too dumb
to know something
can’t be done, and
doing it, often to
the shock, dismay,
and occasionally,
rage of “smarter”
folks.

Second,
living undeterred by
being told “No”.
So, here’s how Phil
“cracked” Wal-Mart
for his
duck calls…

“So, one day I
pulled my old truck
in front of the
first Walmart
I
saw, walked in, and
said, ‘Hey, how many
of these duck calls
do you want here?’
The clerk laughed
and told me, ‘We
don’t buy duck
calls. Son, you need
to go to
Bentonville.’
(Wal-Mart corporate
headquarters).

I
drove down the road
and tried the next
few Wal-Mart
stores... finally,
one of the store
managers said, ‘You
got an order
form?’
‘Nah, I just figured
you could pay me out
of petty
cash.’
‘Well, I’ve got a
3-part form I need
to fill out,’ he
said. ‘I’ll try six
of them.’ When that
store manager filled
out his 3-part form
with WAL-MART at the
top and wrote down
‘six
duck calls’, I
walked out looking
at my copy and
thought –I’ve
got me something
here.

When I got
to the next
Wal-Mart, I showed
the store manager
the form and told
him, ‘Walmart’s
stocking duck calls.
This last store
ordered six.’ He
said, ‘Give me
what you’ve got.’

Eventually, Phil had
sold $25,000.00
worth into Wal-Mart
stores. Finally, the
chief buyer at
corporate called and
wanted to know how
this had happened,
and Phil told him.
The buyer said, “Let
me get this right.
You mean to tell me
you’ve been driving
around in your
pick-up truck and
convincing our
sporting
goods
departments to buy
your duck calls
without even
conferring with me,
who’s supposed to be
doing the buying
for
the whole Wal-Mart
chain?”

To his
credit, the buyer
gave Phil a letter
officially
authorizing him to
keep doing what he’d
been doing and
okaying store
managers’
purchasing. About a
year later, Phil
finally went to
Bentonville.
Storewide sales
averaged $500,000 a
year for 20 years,
and opened doors at Cabela’s, Bass Pro
Shops, etc., and
went a long way to
making Phil and his
family rich. How
many Phil’s do you
think accept the
first no?

This mirrors the
story of Kenneth
Cole, and the way he
launched his shoe
company – which I’ve
told often.
Everything else
swirling around Phil
now is irrelevant.
Just focus on thisspecificaspect
of his thinking and
behavior: that
normal
and customary
ways of doing things
are
for other people.

This is how big
things get done and
big money gets made.
Most environments –
Wal-Mart included –
have a bureaucratic
rule book in place,
bureaucrat keepers
of the rules; astultifyingprocess
that preserves their
power and
deliberately renders
all others
supplicants.

Most
everybody accepts
this, most are
confounded by it,
some fight their way
through it like the
lone cat of the six
stuffed
into the
same burlap sack
tied shut and dumped
into the water
trough, who claws
and bites and fights
his way out. (This
has long been a
common form of
population control
of cats
on farms.)

A few people refuse
to accept this. A
few ignore it, out
of intelligent
ignorance, renegade
nature, and an
instinctive or
conscious
recognition that
being in a tied-shut
sack with
competitors,
submerged in water,
and fighting to be
the only
one to
survive is an
undesirable game,
even for the victor.A
whole lot of what
I’ve done, do and
teach about
marketing, selling,
entrepreneurship isall
aboutnever
getting into or
being put into the
sack with the other
cats, submerged in
water.

At every turn, the
person of
accomplishment and
wealth was
and
continues to be told
“No”, “You Can’t”
and “That’s Not
How
It’s Done Around
Here”.
Metaphysical-leaning
thought leaders
teach that this is
how “the Universe”
tests the truth and
depth of each
individual’s
desire: a long line
ahead of them, in
front of a thick,
wood door with no
bell, through which
timid knocking is
never heard, and to
which a few react:why
bother with the damn
door at all?

Test of character
and will or simple
fact of life, you
can decide. But lifeismost
profoundly and
consistently
disappointing for
those who honor
bureaucracy, who
accept No.

DAN S.
KENNEDYis
a serial,
multi-millionaire
entrepreneur; highly
paid and sought
after marketing and
business strategist;
advisor to countless
first-generation,
from-scratch
multi-millionaire
and 7-figure income
entrepreneurs and
professionals; and,
in his personal
practice, one of the
very highest paid
direct-response
copywriters in
America. As a
speaker, he has
delivered over 2,000
compensated
presentations,
appearing repeatedly
on programs with the
likes of Donald
Trump, Gene Simmons
(KISS), Debbi Fields
(Mrs. Fields
Cookies), and many
other
celebrity-entrepreneurs,
for former U.S.
Presidents and other
world leaders, and
other leading
business speakers
like Zig Ziglar,
Brian Tracy and Tom
Hopkins, often
addressing audiences
of 1,000 to 10,000
and up. His popular
books have been
favorably recognized
by Forbes, Business
Week, Inc. and
Entrepreneur
Magazine. His NO
B.S. MARKETING
LETTER, one of the
business newsletters
published for
Members of GKIC
Insider's Circle, is
the largest paid
subscription
newsletter in its
genre in the world.

Join Me here....

In Every Issue

You lose money every
day
in your medical
practice if you have
not listened to what
I tell you to do.
Who else will tell
you how it
happens…..at this
price?

Profitable Practice
Tips

1.
Consider hiring a
medical scribe to
handle all of the
needs of the medical
bureaucracy.

2.
Begin marketing your
medical
practice....the
drugstores are now,
with their
mini-clinics venture
into healthcare
they are your
competitors.

Borderless Humor

"I
had a rose named
after me and I was
very flattered. But
I was not pleased to
read the description
in the catalogue: No
good in a bed, but
fine against a wall."
---Eleanor Roosevelt

Goals - Plans

Inspiration Time

"Do
we not all agree to
call rapid thought
and noble impulse by
the name of
inspiration?"

---George
Eliot

Views I Only Share
With My Friends--

What my medical
career taught
me...Click Here...and how it can help
you manage your
medical practice
business at the
highest level of
expertise.

Facts And Stats

1. From
2011to 2012 the
median hospital
price increase for
100 common service
types was almost 5%

2. New
painkiller, ZOHYDRO,
an extended
hydrocodone drug, in
court to reclassify
it on a level with
heroin.

3. California
attorneys are
pushing for a ballot
initiative Nov. 2014
to increase the cap
on medical
malpractice cases to
$1.1 million
dollars. The cap
since 1975 was set
at $250K.

What Your Kids
Are Capable Of...

Insist on and help
your kids to become
assets...When you want to
understandwhat your modern day
kids are
capable of
and have
the ability
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Protect
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Click HereWhen you need expert
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growth.

you
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you
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you
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you
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you
recognize that
what you are missing
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implementation of
business principles
and marketing
strategies.

you
want to do it
yourself and
save a bunch of
money.

you
are sick and tired
of putting up with
what you are
being forced into
doing with
your practice to
stay afloat.

you
are aware that
no other physician
author is making any
effort to tell you
what to do and how
to do it effectively
to reach your
expectations you had
for your medical
career when you
started.

you
understand the
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you
insist on having a
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highest level.